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This chapter is excerpted from 'Dysfunctional Organizations'. Dysfunctional organizations result from the behavior of individuals and the culture they develop. Many American workers have directly experienced some form of dysfunctional behavior while at work, including trauma from nonfatal workplace violence. Bullying and harassment, violence, unsafe work practices, and other unacceptable workplace behaviors pose significant problems and result in dysfunctional organizations. To deal with these unacceptable behaviors and to prevent organizations from becoming dysfunctional, psychological safety is recommended. Psychological safety is not the only way to prevent dysfunctional organizations, but it is a critical way. This book outlines in simple and direct words the major forms of behavior that act as obstacles to developing psychological safety in organizations as well as how safety efforts also impact psychological safety. Then it provides practical guidance for what can and should be done to remove those obstacles. To assist in that guidance, a unique framework (V-REEL) is outlined to enable you to better understand how and why certain behaviors are associated with dysfunctional organizations. Originally developed as a practical guide for entrepreneurs to think through what they know (and need to know) in order to assess their potential for creating value in their respective environments, the framework is used here to indicate the value of having a psychologically, psychosocially, and physically safe workplace. The use of the framework helps the reader to carefully identify factors that erode or chip away psychologically, psychosocially, and physically safe workplaces as well as those factors that serve to enable or help to create those workplaces.